A

RESEARCH REPORT
ON
JOB SATISFACTION AMONG EMPLOYEES OF
PRIVATE SECTOR BANKS AT GORAKHPUR
Submitted in p!ti" #u"#i""ment #$! t%e de&!ee $#
MASTER OF BUSINESS A'MINISTRATION
GAUTAM BU'H TECHNICAL
UNIVERSITY(LUCKNO)
PROJECT GUI'E SUBMITTE' BY
Mi**+ A!ti K%tnni S%!e, S!i-*t-
.Le/tu!e!0
R$"" N$+1231451132
C+M+INSTITUTE OF MANAGEMENT SCIENCES AN' TECHNOLOGY
KUSHMI BA6AR( GORAKHPUR
Se***i$n 711287199

I would like to convey my heartiest gratitude to several people, for their support and
guidance, which helped me to complete this project.
I wish to take this opportunity to thank Ms. A!ti :%tnni (Faculty coodinator)
for permitting me to carry on this project. It is with the deep sense of gratitude that I
express my sincere indetedness to P!$#+ R+S+Sin&% , !irector of C+M In*titute $#
Mn&ement S/ien/e* nd Te/%n$"$&,( G$!:%pu!++for providing me an opportunity
to do a "esearch in jo satisfaction of employee in nationali#ed ank and enaling
me to utili#e all the facilities for successful completion of project.$ast ut not the least,
my endless appreciation goes to my family who has stood y my side and given me
moral support whenever I was low and oosted my will power.
%&"'() %"I*)%+)*)

Chapters

CHAPTER 1
9+ INTRO'UCTION ;;;;;;;++;++++ +
Introduction of jo satisfaction
) review on ,o %atisfaction -
'mployee +urnover.
.&istory
. Importance
Factors
.)pproaches
CHAPTER 2
7+ 'ESIGN OF THE STU'Y;;;;;;;;;;+++++
;+ !iscription of research design and methodology
.. %ourses of data
.. %ampling procedure
.. %tatistical tool used for interpretation and analysis
CHAPTER 3
<+ 'ATA ANALYSIS = INTERPRETATION ;;;+;;;
CHAPTER 4
3+ SUMMARY AN' CONCLUSION;;;;;;;;

;+ Findings
;. /onclusion
... %uggestions
CHAPTER 5
>+ ANNE?URES;;;;;;;;;;;;;;;;;;+
BIBLIOGRAPHY;;;;;;;;;+;++

Li*t $# I""u*t!ti$n*
Figure 0.01 F)/+2"% I3F$4'3/I35 ,26 %)+I%F)/+I23
Figure 7.01 +&'2"I+I/)$ ))8"2/&'% +2 ,26 %)+I%F)/+I23
CHAPTER8 9

JOB SATISFACTION
Int!$du/ti$n
&uman life has ecome very complex and completed in now9a9days. In modern society the needs and
re:uirements of the people are ever increasing and ever changing. ;hen the people are ever increasing and
ever changing when the peoples needs are not fulfilled they ecome dissatisfied. !issatisfied people are
likely to contriute very little for any purpose. ,o satisfaction of industrial workers us very important for the
industry to function successfully. )part from managerial and technical aspects, employers can e considered
as ackone of any industrial development. +o utili#e their contriution they should e provided with good
working conditions to oost their jo satisfaction..
,o satisfaction is important techni:ue used to motivate the employees to work harder. It is often said that <
) &)88( 'M8$2('' I% ) 8"2!4/+I*' 'M8$2(''=. ) happy employee is generally that employee
who is satisfied with his jo. ,o satisfaction is very important ecause most of the people spend a major
portion of their life at working place. Moreover, jo satisfaction has its impact on the general life of the
employees also, ecause a satisfied employee is a contented and happy human eing. ) highly satisfied
worker has etter physical and mental well eing.
'e#initi$n*@
In simple words , jo satisfaction can defined as extent of positive feelings or attitudes that individuals have
towards their jos. ;hen a person says that he has high jo satisfaction , it means that he really likes his jo,
feels good aout it and value his jo dignity.
AN'RE) BRIN
<,o satisfaction is the amount of pleasure or contentment associated with a jo. If you like your jo
intensely, you will experience high jo satisfaction.if you dislike your jo intensely, you will experience jo
dissatisfaction.
9P+ R$bbin*
<,o satisfaction is a general attitude towards one>s jo1 the difference etween the amount of reward
workers receive and the amount they elieve they should receive.=
Fie"dmn nd A!n$"d
,o satisfaction will e defined as amount of overall positive affect that individuals have towards their jos.
Importance to Worker and Organization
Fre:uently, work underlies self9esteem and identity while unemployment lowers self9worth and
produces anxiety. )t the same time, monotonous jos can erode a worker?s initiative and enthusiasm
and can lead to asenteeism and unnecessary turnover. ,o satisfaction and occupational success are
major factors in personal satisfaction, self9respect, self9esteem, and self development. +o the worker,
jo satisfaction rings a pleasurale emotional state that often leads to a positive work attitude. )
satisfied worker is more likely to e creative, flexile, innovative, and loyal. For the organi#ation, jo
satisfaction of its workers means a work force that is motivated and committed to high :uality
performance. Increased productivity the :uantity and :uality of output per hour worked seems to e a
yproduct of improved :uality of working life. It is important to note that the literature on the
relationship etween jo satisfaction and productivity is neither conclusive nor consistent. &owever,
studies dating ack to &er#erg?s (0@AB) have shown at least low correlation etween high morale and
high productivity, and it does seem logical that more satisfied workers will tend to add more value to an
organi#ation. 4nhappy employees, who are motivated y fear of jo loss, will not give 0CC percent of
their effort for very long. +hough fear is a powerful motivator, it is also a temporary one, and as soon
as the threat is lifted performance will decline. +angile ways in which jo satisfaction enefits the
organi#ation include reduction in complaints and grievances, asenteeism, turnover, and terminationD as
well as improved punctuality and worker morale. ,o satisfaction is also linked to a more healthy work
force and has een found to e a good indicator of longevity. )nd although only little correlation has
een found etween jo satisfaction and productivity, 6rown (0@@E) notes that some employers have
found that satisfying or delighting employees is a prere:uisite to satisfying or delighting customers,
thus protecting the Fottom line.F 3o wonder )ndrew /arnegie is :uoted as saying1 F+ake away my
people, ut leave my factories, and soon grass will grow on the factory floors. +ake away my factories,
ut leave my people, and soon we will have a new and etter factory
Creating Job Satisfaction
%o, how is jo satisfaction createdG ;hat are the elements of a jo that create jo satisfactionG
2rgani#ations can help to create jo satisfaction y putting systems in place that will ensure that
workers are challenged and then rewarded for eing successful. 2rgani#ations that aspire to creating a
work environment that enhances jo satisfaction need to incorporate the following1
H Flexile work arrangements, possily including telecommuting
H +raining and other professional growth opportunities
H Interesting work that offers variety and challenge and allows the worker opportunities to
Fput his or her signatureF on the finished product
H 2pportunities to use one?s talents and to e creative
H 2pportunities to take responsiility and direct one?s own work
H ) stale, secure work environment that includes jo securityIcontinuity
H )n environment in which workers are supported y an accessile supervisor who
provides timely feedack as well as congenial team memers
Flexile enefits, such as child9care and exercise facilities
H 4p9to9date technology
H /ompetitive salary and opportunities for promotion .
FACTORS INFLUENCING JOB SATISFACTION . Fi&++ 9+90
+here are no. of factors that influence jo satisfaction in an organi#ation. ) no. of research studies have
een conducted in order to estalish some of the causes that result in jo satisfaction. +hese studies
have revealed consistent correlation of certain variales with the jo satisfaction. +hese factors are
given elow
O!&niAti$n" #/t$!*@
Sources of
Job

Satisfaction

Organization
al
Factor
Work

Environment
Work
itself
Personal
factors
90+ S"!ie* nd B&e* @ ;ages do play a significant role in determining of satisfaction. %alaries
and wages is instrumental in fulfilling so many needs. Money facilities the otaining of food, shelter,
and clothing and provides the means to enjoy valued leisure interest outside of work. More over, salary
can serve as symol of achievement and a source of recognition. 'mployees often see pay as a
reflection of organi#ation. Fringe enefits have not een found to have strong influence on jo
satisfaction as direct wages.
70+ P!$m$ti$n /%n/e*@ 8romotion chances consideraly affect the jo satisfaction ecause of the
following reasons1
Firstly( promotion indicates an employees worth to the organi#ation which is highly moral oosting.
+his is particularly true in case of high level jos.
Secondly( employee takes promotion as the ultimate achievement in his career and when it is
reali#ed , he feels extremely satisfied.
Thirdly, promotion involves positive changes e.g. high salary, less supervision, increased status etc
which enhances jo satisfaction.
J0+ C$mpn, p$"i/ie*1 2rgani#ational structure and policies also play an important role in affection
jo satisfaction of employees. )n autocratic and highly authoritative structure causes resentment among
the employees as compared to a structure which is more open and democratic in nature.
)$!: en-i!$nment #/t$!*@
90+ Supe!-i*i$n@
+wo dimensions of supervisor style1
H'mployee centered or consideration supervisors who estalish a supportive personal relationship
;ith suordinates and take a personal interest in them.
H +he other dimension of supervisory style influence participation in !ecision making, employee
who participates in decision that affect their jo, display a much higher level of satisfaction with
supervisor an the overall work situation .
70+ )$!: &!$up@
+he nature of the work group or team will have effect on jo satisfaction in the following ways1
H) friendly and cooperative group provides opportunities to the group memers to interact with each
other.
H +he work group group will e even a stronger sources of satisfaction when memers have similar
attitudes and values.
H %maller groups provide greater opportunity for uilding mutual trust and understanding
as compared to larger groups.
+hus, group si#e and :uality of interpersonal relations within the group play a significant
role in workers satisfaction
.
<0+)$!:in& /$nditi$n@ +he employees desire good working condition ecause they lead to
greater physical comfort. +he working conditions are important to employees ecause they can
influence life outside of work. If people are re:uire to work long hours and I or overtime, they will
have very little felt for their families, friends and recreation outside work. %o the working conditions
inside the organi#ation should e favorale.
)$!: it*e"#
)long with pay, the content of the work itself plays a very major role in determining how satisfied
employees are with their jos. 6y and large, workers want jos that are challengingD they do want
to e doing mindless jos day after day. +he two most important aspect of the work itself that
influence jo satisfaction are variety and control over work methods and work place. In general, jo
with a moderate amount of variety produce the most jo satisfaction. ,os with too little variety
cause workers to feel ored and fatigue. ,os with too much variety and stimulation cause workers to
feel psychologically stressed and Kurnout>.
H J$b */$pe@ It provides the amount of responsiility , work pace and feed ack. +he higher the
level of these factors , higher the jo scope and higher level of satisfaction.
H V!iet, @ ) moderate amount of variety is very effective. 'xcessive variety produces confusion
and stress and too little variety causes monotony and fatigue which are dissatisfiers.
H L/: $# ut$n$m, nd #!eed$m@ $ack of autonomy and freedom over work methods and
work pace can create helplessness and dissatisfaction. 'mployees do not like strict supervision.
H Inte!e*tin& B$!: 1 ) work which is very interesting and challenging and gives status ,
provides satisfaction to the employees.
H R$"e mbi&uit, nd R$"e /$n#"i/t 1 "ole amiguity and role conflict also lead to confusion
and jo dissatisfaction ecause employees do not know exactly what their task is and what is expected
of them.
Pe!*$n" #/t$!*@
H A&e nd *eni$!it, @ ;ith age, people ecome more mature and realistic and less idealistic so
that they are willing to accept availale resources and rewards and e satisfied aout the situation. ;ith
the passage of time , people move into more challenging and responsile positions. 8eople who do not
move up at all with time are more likely to e dissatisfied with their jos.
H Tenu!e 1 'mployees with longer tenure are expected to e highly satisfied with their jos. +enure
assures jo security , which is highly satisfactory to employees. +hey can easily plan for their future
without any fear of losing their jos.
H Pe!*$n"it,@ %ome of the personality traits which are directly related to jo satisfaction are self
assurance, self esteem, maturity , challenge and responsiility. &igher the person is on Maslows needs
hierarchy , the higher is the jo satisfaction. +his type of satisfaction comes from within the person and
is a function of his personality.
THEORITICAL AAPROCHES TO JOB SATISFACTION
dfdfJOBJOBjSASASATISFACTION(Fig.2.1
NEE'
FULFILL
MENT
ECUITY
THEORY
T)O
FACTOR
THEORY
Theory
SOCIAL
REFRENCE
GROUP
THEORY
NEE'
FULFILL
M
ENT
THEORY
ECUITY
THEOR
T%e$!iti/" pp!$/%e* t$ D$b *ti*#/ti$n !e * #$""$B*@
90 Need #u"#i""ment t%e$!,@ )ccording to this theory , a person will e satisfied when he gets
what he wants from his jo. ,o satisfaction will vary directly with the extent to which those needs of
an individual , which can e satisfied are actually satisfied. +hus, jo satisfaction according to this
theory , is a function of the degree to which the employees needs are fulfilled in the giving situation
70 EEuit, t%e$!,@ )ccording to this theory , every individual has a asic tendency to compare his
rewards to with those of a reference group. If he feels his rewards are e:uitale with others doing the
similar work in similar environment, he feels satisfied. this theory thus elieves that Ka person jo
satisfaction depends upon his perceived e:uity as determined y his output alance in comparison with
input L output alance of others>. +his theory takes into account not only the needs of the employee ut
also to the opinion of the refrence group towards which the employee looks for guidance.
<0 TB$ #/t$! t%e$!, @ +his theory states that satisfaction and dissatisfaction are independent of
each other. 2ne set of factors are known as hygiene factors act as dissatisfiers. +heir asence causes
dissatisfaction like pay, humane working conditions etc. the other set of factors lead to satisfaction like
promotion , recognition etc.
30 S$/i" !e#e!en/e &!$up t%e$!, 1 )ccording to this theory an employee is satisfied with his jo
when the jo meets the interest , desires, and re:uirements of a persons> reference groups. ,o
satisfaction is a function of the degree to which the jo meets the approval of the group to which the
individual looks for guidance in evaluating the world and defining social reality.
>0 'i*/!epn/, t%e$!, 1 ,o satisfaction and dissatisfaction are functions of perceived relationship
etween what one wants from ones jo and what one perceives it is actually offerings. %atisfaction is
thus the difference etween what one actually received are less than the expected rewards , it causes
satisfaction.
F0 EEuit, di*/!epn/, t%e$!,@ this is a comination of e:uity and discrepancy theory. 4nder this
theory , satisfaction is defined as the difference etween the outcomes that one perceives he actually
received and outcomes that one feels he should receive in comparison with others. ) person perception
of what he should receive is influenced y the inputs and outputs of others. If inputs are similar to those
of referent groups ut his outcomes are less, he is likely to e satisfied.
50+ A##e/t T%e$!,@
'dwin ). $ocke>s "ange of )ffect +heory (0@BE) is argualy the most famous jo satisfaction model.
+he main premise of this theory is that satisfaction is determined y a discrepancy etween what one
wants in a jo and what one has in a jo. Further, the theory states that how much one values a given
facet of work (e.g. the degree of autonomy in a position) moderates how satisfiedIdissatisfied one
ecomes when expectations areIaren>t met. ;hen a person values a particular facet of a jo, his
satisfaction is more greatly impacted oth positively (when expectations are met) and negatively (when
expectations are not met), compared to one who doesn>t value that facet. +o illustrate, if 'mployee )
values autonomy in the workplace and 'mployee 6 is indifferent aout autonomy, then 'mployee )
would e more satisfied in a position that offers a high degree of autonomy and less satisfied in a
position with little or no autonomy compared to 'mployee 6. +his theory also states that too much of a
particular facet will produce stronger feelings of dissatisfaction the more a worker values that facet.
E!E"#I$%$!S OF JO& S%!ISF%C!IO$
;hile analy#ing the various determinants of jo satisfaction, we have to keep in mind that1 all
individuals do no derive the same degree of satisfaction though they perform the same jo in the same
jo environment and at the same time. +herefore, it appears that esides the nature of jo and jo
environment, there are individual variales which affect jo satisfaction. +hus, all those factors which
provide a fit among individual variales, nature of jo, and situational variales determine the degree of
jo satisfaction. $et us see what these factors are1
Indi-idu" #/t$!*1
Individuals have certain expectations from their jos. If their expectations are met from the jos, they
feel satisfied. +hese expectations are ased on an individual>s level of education, age and other factors.
Le-e" $# edu/ti$n1
$evel of education of an individual is a factor which determines the degree of jo satisfaction. For
example, several studies have found negative correlation etween the level of education, particularly
higher level of education, and jo satisfaction. +he possile reason for this phenomenon may e that
highly educated persons have very high expectations from their jos which remain unsatisfied. In their
case, 8eter>s principle which suggests that every individual tries to reach his level of incompetence,
applies more :uickly.
A&e1
Individuals experience different degree of jo satisfaction at different stages of their life. ,o
satisfaction is high at the initial stage, gets gradually reduced, starts rising upto certain stage, and finally
dips to a low degree. +he possile reasons for this phenomenon are like this. ;hen individuals join an
organi#ation, they may have some unrealistic assumptions aout what they are going to drive from their
work. +hese assumptions make them more satisfied. &owever, when these assumptions fall short of
reality, jo satisfaction goes down. It starts rising again as the people start to assess the jos in right
perspective and correct their assumptions. )t the last, particularly at the fag end of the career, jo
satisfaction goes down ecause of fear of retirement and future outcome.
Ot%e! #/t$!*1
6esides the aove two factors, there are other individual factors which affect jo satisfaction. If an
individual does not have favourale social and family life, he may not feel happy at the workplace.
%imilarly, other personal prolems associated with him may affect his level of jo satisfaction. 8ersonal
prolems associated with him may affect his level of jo satisfaction.
Ntu!e $# D$b1
3ature of jo determines jo satisfaction which is in the form of occupation level and jo content.
Occupation level@ &igher level jos provide more satisfaction as compared to lower levels. +his
happens ecause high level jos carry prestige and status in the society which itself ecomes source of
satisfaction for the jo holders. For example, professionals derive more satisfaction as compared to
salaried people factory workers are least satisfied.
J$b /$ntent1
,o content refers to the intrinsic value of the jo which depends on the re:uirement of skills for
performing it, and the degree of responsiility and growth it offers. ) higher content of these factors
provides higher satisfaction. For example, a routine and repetitive lesser satisfactionD the degree of
satisfaction progressively increases in jo rotation, jo enlargement, and jo enrichment.
Situti$n" -!ib"e*@
%ituational variales related to jo satisfaction lie in organi#ational context L formal and informal.
Formal organi#ation emerges out of the interaction of individuals in the organi#ation. %ome of the
important factors which affect jo important factors which affect jo satisfaction are given elow1
9+ )$!:in& /$nditi$n*1
;orking conditions, particularly physical work environment, like conditions of workplace and
associated facilities for performing the jo determine jo satisfaction. +hese work in two ways. First,
these provide means jo performance. %econd, provision of these conditions affects the individual>s
perception aout the organi#ation. If these factors are favourale, individuals experience higher level of
jo satisfaction.
7+ Supe!-i*i$n1 +he type of supervision affects jo satisfaction as in each type of supervisionD
the degree of importance attached to individuals varies. In employee9oriented supervision, there is more
concern for people which is perceived favouraly y them and provides them more satisfaction. In jo
oriented supervision, there is more emphasis on the performance of the jo and people ecome
secondary. +his situation decreases jo satisfaction.
<+ EEuitb"e !eB!d*1 +he type of linkage that is provided etween jo performance and rewards
determines the degree of jo satisfaction. If the reward is perceived to e ased on the jo performance
and e:uitale, it offers higher satisfaction. If the reward is perceived to e ased on considerations
other than the jo performance, it affects jo satisfaction adversely.
3+ Opp$!tunit,1 It is true that individuals seek satisfaction in their jos in the context of jo nature and
work environment y they also attach importance to opportunities for promotion that these jo offer. If
the present jo offers opportunity of promotion is lacking, it reduces satisfaction.
A. )$!: &!$up@ Individuals work in group either created formally of they develop on their own to
seek emotional satisfaction at the workplace. +o the extent such groups are cohesiveD the degree of
satisfaction is high. If the group is not cohesive, jo satisfaction is low. In a cohesive group, people
derive satisfaction out of their interpersonal interaction and workplace ecomes satisfying leading to
jo satisfaction.
#E%S'"I$( JO& S%!ISF%C!IO$
+here are many methods for measuring jo satisfaction. 6y far, the most common method for
collecting data regarding jo satisfaction is the $ikert scale (named after "ensis $ikert). 2ther less
common methods of for gauging jo satisfaction include1 (esI3o :uestions, +rueIFalse :uestions, point
systems, checklists, and forced choice answers. +his data is typically collected using an 'nterprise
Feedack Management ('FM) system.
+he J$b 'e*/!ipti-e IndeG (,!I), created y %mith, Mendall, - &ulin (0@E@), is a specific
:uestionnaire of jo satisfaction that has een widely used. It measures one>s satisfaction in five facets1
pay, promotions and promotion opportunities, coworkers, supervision, and the work itself. +he scale is
simple, participants answer either yes, no, or can>t decide (indicated y KG>) in response to whether
given statements accurately descrie one>s jo.
+he J$b in Gene!" IndeG is an overall measurement of jo satisfaction. It is an improvement to
the ,o !escriptive Index ecause the ,!I focuses too much on individual facets and not enough on
work satisfaction in general. 2ther jo satisfaction :uestionnaires include1 the Minnesota %atisfaction
Nuestionnaire (M%N), the ,o %atisfaction %urvey (,%%), and the Faces %cale. +he M%N measures jo
satisfaction in 7C facets and has a long form with 0CC :uestions (five items from each facet) and a short
form with7C :uestions (one item from each facet). +he ,%% is a JE item :uestionnaire that measures
nine facets of jo satisfaction. Finally, the Faces %cale of jo satisfaction, one of the first scales used
widely, measured overall jo satisfaction with just one item which participants respond to y choosing
a face.
JO& S%!ISF%C!IO$ %$ E#O!IO$S
Mood and emotions while working are the raw materials which cumulate to form the affective element
of jo satisfaction. (;eiss and /ropan#ano, 0@@E).. Moods tend to e longer lasting ut often weaker
states of uncertain origin, while emotions are often more intense, short9lived and have a clear oject or
cause. +here is some evidence in the literature that state moods are related to overall jo satisfaction. O
8ositive and negative emotions were also found to e significantly related to overall jo satisfaction..
Fre:uency of experiencing net positive emotion will e a etter predictor of overall jo satisfaction than
will intensity of positive emotion when it is experienced. 'motion regulation and emotion laor are
also related to jo satisfaction. 'motion work (or emotion management) refers to various efforts to
manage emotional states and displays. 'motion regulation includes all of the conscious and
unconscious efforts to increase, maintain, or decrease one or more components of an emotion. )lthough
early studies of the conse:uences of emotional laor emphasi#ed its harmful effects on workers, studies
of workers in a variety of occupations suggest that the conse:uences of emotional laor are not
uniformly negative. It was found that suppression of unpleasant emotions decreases jo satisfaction and
the amplification of pleasant emotions increases jo satisfaction. +he understanding of how emotion
regulation relates to jo satisfaction concerns two models1
0. Em$ti$n" di**$nn/e . 'motional dissonance is a state of discrepancy etween pulic displays
of emotions and internal experiences of emotions, that often follows the process of emotion
regulation.'motional dissonance is associated with high emotional exhaustion, low organi#ational
commitment, and low jo satisfaction.
7. S$/i" inte!/ti$n m$de" . +aking the social interaction perspective, workers> emotion
regulation might eget responses from others during interpersonal encounters that suse:uently impact
their own jo satisfaction. For example1 +he accumulation of favorale responses to displays of
pleasant emotions might positively affect jo satisfaction performance of emotional laor that produces
sired outcomes could increase jo satisfaction.
CO$SE)'E$CES OF JO& S%!ISF%C!IO$
"esearch has concluded that there is a relationship etween jo satisfaction and performance of the
employees. +hus, jo satisfaction or jo dissatisfaction is an important concern for management. &igh
jo satisfaction may lead to improved productivity , decreased turnover , improved attendance , less jo
stress. ,o dissatisfaction produces low morale among the employees and more of stress. +he following
sutopics explain the outcomes of jo satisfaction1
90+ J$b *ti*#/ti$n nd p!$du/ti-it, 1 +here are two views aout the relationship
etween jo satisfaction and productivity1
9. ) happy worker is a productive worker,
7. ) happy worker is not necessarily a productive worker.
+he first view estalishes a direct cause9effect relationship etween jo satisfaction and productivityD
when jo satisfaction increases, productivity increasesD when satisfaction decreases, productivity
decreases. +he asic logic ehind this is that a happy worker will put more efforts for jo performance.
&owever , this may not e true in all cases. For example, a worker having low expectations from his
jos may feel satisfied ut he may not put his efforts more vigorously ecause of his low expectations
from the jo. +herefore, this view does not explain fully the complex relationship etween jo
satisfaction and productivity.
T%e n$t%e! -ieB1 +hat is a satisfied worker is not necessarily a productive worker explains the
relationship etween jo satisfaction and productivity. *arious research studies also support this view.
+his relationship may e explained in terms of the operation of two factors1 effect of jo performance
on satisfaction and organi#ational expectations from individuals for jo performance..
9+ ,o performance leads to jo satisfaction and not the other way round.
+he asic factor for this phenomenon is the rewards (a source of satisfaction) attached with
performance. +here are two types of rewards intrinsic and extrinsic. +he intrinsic reward stems from
the jo itself which may e in the form of growth potential, challenging jo, etc. +he satisfaction on
such a type of reward may help to increase productivity. +he extrinsic reward is suject to control y
management such as salary, onus, etc. )ny increase in these factors does not help to increase
roductivity though these factors increase jo satisfaction.
7+ ) happy worker does not necessarily contriute to higher productivity ecause he has to operate
under certain technological constraints and, therefore , he cannot go eyond certain output. Further, this
constraint affects the management>s expectations from the individual in the form of lower output. +hus,
the work situation is pegged to minimally acceptale level of performance. &owever, it does not mean
that the jo satisfaction has no impact on productivity. ) satisfied worker may not necessarily lead to
increased productivity ut a dissatisfied worker leads to lower productivity.
70+J$b *ti*#/ti$n nd emp"$,ee tu!n$-e!@ &igh employee turnover is a matter of concern for
the management as it disrupts the normal operations of the organi#ation. Managerial concern is mostly
for the turnover which arises from jo dissatisfaction. +he employees thus tries to keep the employees
satisfied on their jos to minimi#e the turnover. +hough , high jo satisfaction in itself cannot keep the
turnover low, ut considerale jo dissatisfaction will definitely increase the employee turnover. +he
employee turnover is affected y certain other factors also like if people are highly satisfied with their
jos, they are willing to leave if there are etter opportunities availale anywhere else. If no other
opportunities are availale , the employees will stay where they are irrespective of dissatisfaction. 2n
he overall asis , we can say that there is an important role played y jo satisfaction in employee
turnover.
<0+ J$b *ti*#/ti$n nd b*enteei*m@ )senteeism refers to the fre:uency of asence of jo
holder from the workplace either unexcused asence due to some avoidale reasons or long asence
due to some unavoidale reasons. It is the former type of asence which is a matter of concern. +his
asence is due to lack of satisfaction from the jo which produces a Klack of will to work> and alienate a
worker form work as for as possile. +hus, jo satisfaction is related to asenteeism.
30+ J$b *ti*#/ti$n nd uni$n /ti-itie*1 &igh level of jo satisfaction reflects a highly
favourale organi#ational climate resulting in attracting and retaining etter workers. %atisfied
employees are not interested in unions and they do not perceive them as necessary.
>0+ J$b *ti*#/ti$n nd *#et,@ ;hen people are dissatisfied from their jos, company and
supervisors, they are more prone to experience accidents. ) satisfied worker will always e careful and
attentive towards his jo and the chances of accidents will e less.
)$!:e!*H R$"e* in J$b Sti*#/ti$n
If jo satisfaction is a worker enefit, surely the worker must e ale to contriute to his or her own
satisfaction and well9eing on the jo. +he following suggestions can help a worker find personal jo
satisfaction1
H %eek opportunities to demonstrate skills and talents. +his often leads to more challenging work and
greater responsiilities, with attendant increases in pay and other recognition.
H !evelop excellent communication skills. 'mployers value and reward excellent reading, listening,
writing, and speaking skills.
H Mnow more. )c:uire new jo9related knowledge that helps you to perform tasks more efficiently
and effectively. +his will relieve oredom and often gets one noticed.
H !emonstrate creativity and initiative. Nualities like these are valued y most organi#ations and
often result in recognition as well as in increased responsiilities and rewards.
H !evelop teamwork and people skills. ) large part of jo success is the aility to work well with
thers to get the jo done.
H )ccept the diversity in people. )ccept people with their differences and their imperfections and
learn how to give and receive criticism constructively.
H %ee the value in your work. )ppreciating the significance of what one does can lead to satisfaction
with the work itself. +his helps to give meaning to one?s existence, thus playing a vital role in jo
satisfaction.
H $earn to de9stress. 8lan to avoid urnout y developing healthy stress9management techni:ues.
J$b Sti*#/ti$n nd Cu*t$me! Sti*#/ti$n
%atisfied workers provide etter customer service if it linked to /ustomer %atisfaction factors1
H %atisfied employees increase customer satisfaction ecause1
H+hey are more friendly, upeat, and responsive.
H +hey are less likely to turnover, which helps uild long9term customer relationships.
H +hey are experienced.
H!issatisfied customers increase employee jo dissatisfaction.
A**u!in& J$b Sti*#/ti$n
)ssuring jo satisfaction, over the long term, re:uires careful planning and effort oth y management
and y workers. Managers are encouraged to consider such theories as &er#erg?s(0@AB) and Maslow?s
(0@PJ) /reating a good lend of factors that contriute to a stimulating, challenging, supportive, and
rewarding work environment is vital. 6ecause of the relative prominence of pay in the reward system, it
is very important that salaries e tied to jo responsiilities and that pay increases e tied to
performance rather than seniority. %o, in essence, jo satisfaction is a product of the events and
conditions that people experience on their jos. 6rief (0@@Q) wrote1 FIf a person?s work is interesting,
his pay is fair, his promotional opportunities are good, his supervisor is supportive, and his coworkers
are friendly, then a situational approach leads one to predict he is satisfied with his joF *ery simply
put, if the pleasures associated with one?s jo outweigh the pains, there is some level of jo satisfaction
LITRETURE REVIE)
+he industrial and usiness sectors of various countries specially developing countries including 8akistan
(where per capita income is very low) are facing the prolem of jo dissatisfaction among the employees
and high rate of turnover. JOB SATISFACTION is regard to one>s feeling or state of mind regarding the
nature of their work. ,o satisfaction can e influenced y variety of factors such as kind of supervision,
organi#ation policies - administration, salary - :uality of life etc.
'mployers have a need to keep employee from leaving and going to work for other organi#ations
+he est way of retaining employees is to provide the jo satisfaction and opportunities to uild up their
careers.<+he good hope is hard to find, is even truer these days than ever efore ecause the jo market in
ecoming increasingly tight=. .E*:i"de*en( Hmme!0
+heresa gave the study to examine the jo satisfaction and intent to turnover using the co relational
design. &e takes the sample (n R 0CB)consist of direct support professional who worked for non 8rofit
organi#ation located in %outh /arolina that served 8eople with disailities development. +wo instruments
were utili#ed that measure the overall (%pecter jo satisfaction) and facet jo satisfaction and intent to turn
over (Michigan 2rgani#ational )ssessment Nuestionnaire).!emographic information regarding age and
tenure were examined. !ata analysis includes descriptive and inferential statistics. +he result from the study
suggests that there is a significant and negative correlation etween jo satisfaction and intent to turnover. It
was demonstrated that tenure is related to jo satisfaction and having positive - low relation.
+here was little evidence that suggest that age was significantly related to either jo satisfaction or intent
to turnover. +heresa take sample from single organi#ation which in non profit organi#ation. +he non profit
organi#ations are some extent running y the charity - donation and the remunerations for the employees in
such organi#ations are low.06hatti - Nureshi collect the information regarding the 3ame of organi#ation,
$ife of organi#ation in years, 3umer of employee ,'mployee participation, ,o satisfaction, 'mployee
commitment -'mployee 8roductivity from the first line managers and their immediate0 +heresa "icke9
Mely. 4%) osses. +he Managers were given a :uestionnaire and were asked to give the answer at their est
knowledge with reference to working conditions in their organi#ation. Nuestionnaire was divided in to two
portions. First line manager had to answer the :uestion regarding name of organi#ation ,life of organi#ation,
numer of employees, employee participation, jo satisfaction and employee commitment. ;hile the
immediate osses was to answer the :uestion from the portion of employee productivity. +he :uestionnaire
consists on relationship among jo satisfaction, employee commitment, and employee productivity. +hey
used $ikard scale :uestionnaire. +hey take sample from communication sector, anking sector and oil - gas
sector of 8akistan. JP organi#ations were selected for study. +hey measured jo satisfaction y using the
variales ,employee productivity, employee commitment and employee participation and their hypothetical
research found strong and positive relationship etween the jo satisfaction and mentioned variales. +he
finding suggests that management of organi#ation should increase the satisfaction among employees with
compensation, policies and working conditions in order to attain high level of employee commitment and
reduce turnover.7+he sample si#e was not enough to reflect image of theorgani#ations functioning in
8akistan. !ata collection method for research is very common. 2ther methods could have een used for this
research study like group discussion I discussion forum.+he late 0@7Cs one of the first studies of jo
satisfaction undertaken y Mayo - &awthorne. +his study referred to - focused on employees attitude and
its impact on production levels. +he study highlighted that employees - workers develop their own
perceptions of the work situation and the social environment, which affects their Momal Mhalid 6hatti -
+ahir Masood Nureshi.attitudes towards their work. +he findings of the study provided consistent results
with the oservations of +aylor in 0@00, that individual workers wants economic incentivesImonetary
rewards and are willing to work harder for it. &e used the gloal approach to measure jo satisfaction.+he
study found that QQS of the surveyed were classified as eing satisfied, and there was a direct linear
relationship etween occupational level and jo satisfactionJ+his section examines the literature regarding
theories and models used to explain the determinants of jo satisfaction. +here are two road categories to
classify jo satisfaction theories, that is, p!$/e** and /$ntent theories.
C$ntent t%e$!ie* are predominantly concerned with the identification of specific needs or motives
most conducive to jo satisfaction. +he Maslow>s 3eed &ierarchy and &er#erg>s +wo9Factor theory
are examples of content theories.
P!$/e** t%e$!ie* go further than identifying asic needs that motivate epeople. +hey focus on the
individual>s dynamic thought processes and how they produce certain types of ehaviorIattitudes.
':uity +heory, 3eed9Fulfillment +heory, %ocial /omparison +heory, Facet9%atisfaction Model, ,o
/haracteristics Model. +o etter understand employee attitudes and motivation, Frederick &er#erg
performed studies to determine which factors in an employee?s work environment caused satisfaction or
dissatisfaction. +he studies included interviews in which employees where asked what pleased and
displeased them aout their work. &er#erg found that the factors causing jo satisfaction were
different from that causing jo Mayo - &awthorne study dissatisfaction. &e developed the m$ti-ti$n8
%,&iene theory to explain these results. &e called the satisfiers motivators and the dissatisfier
hygiene factors, using the term FhygieneF in the sense that they are considered maintenance factors that
are necessary to avoid dissatisfaction ut that y themselves do not provide satisfaction. &e
descries that factors leads to jo satisfaction are )chievement, "ecognition, ;ork itself,
"esponsiility, )dvancement and 5rowth and the factors which leads to dissatisfaction are /ompany
policy, %upervision, "elationship with 6oss, ;ork conditions, %alary, "elationship with co workers
&er#erg argued that management not only must provide hygiene factors to avoid employee
dissatisfaction, ut also must provide factors intrinsic to the work itself in order for employees to e
satisfied with their jos. +he two9factor result is oserved ecause it is natural for people to take
credit for satisfaction and to lame dissatisfaction on external factors Further more, jo satisfaction
does not necessarily create a high level of motivation or productivity. &er#erg?s theory has een
roadly read and despite its weaknesses. +rue motivation comes from within a person and not from
MI+) factors (Micks in the 8ants).Maslow suggested that there exists a hierarchy of human needs,
commencing with physiological needs then safety, social, esteem and at last self actuali#ation need.
He says that these needs must be satisfied in the order listed. Maslow's theory says,
there are some important implications for management. There are opportunities to
motivate 4- Frederic Her!berg "#$#employees and provide them %ob satisfaction
through management style, %ob design, company events, and compensation pacages.
&hysiological needs provide lunch breas, rest breas, and wages that are sufficient to
purchase the essentials of life. 'afety needs provide a safe woring environment,
retirement benefits, and %ob security. 'ocial needs create a sense of community via team-
based pro%ects and social events. (steem needs recogni!e achievements to mae
employees feel appreciated and valued. )ffer %ob titles that convey the importance of the
position. 'elf-*ctuali!ation provides employees a challenge and the opportunity to reach
their full career potential. *IS!O"+
2ne of the iggest preludes to the study of jo satisfaction was the &awthorne studies. +hese studies
(0@7P90@JJ), primarily credited to 'lton Mayo of the &arvard 6usiness %chool, sought to find the
effects of various conditions (most notaly illumination) on workers> productivity. +hese studies
ultimately showed that novel changes in work conditions temporarily increase productivity (called the
&awthorne 'ffect). It was later found that this increase resulted, not from the new conditions, ut from
the knowledge of eing oserved. +his finding provided strong evidence that people work for purposes
other than pay, which paved the way for researchers to investigate other factors in jo satisfaction.
%cientific management (aka +aylorism) also had a significant impact on the study of jo satisfaction.
Frederick ;inslow +aylor>s 0@00 ook, 8rinciples of %cientific Management, argued that there was a
single est way to perform any given work task. +his ook contriuted to a change in industrial
production philosophies, causing a shift from skilled laor and piecework towards the more modern
approach of assemly lines and hourly wages. +he initial use of scientific management y industries
greatly increased productivity ecause workers were forced to work at a faster pace. &owever, workers
ecame exhausted and dissatisfied, thus leaving researchers with new :uestions to answer regarding jo
satisfaction. It should also e noted that the work of ;.$. 6ryan, ;alter !ill %cott, and &ugo
Munstererg set the tone for +aylor>s work.
%ome argue that Maslow>s hierarchy of needs theory, a motivation theory, laid the foundation for
jo satisfaction theory. +his theory explains that people seek to satisfy five specific needs in life
L physiological needs, safety needs, social needs, self9esteem needs, and self9actuali#ation. +his
model served as a good asis from which early researchers could develop jo satisfaction
theories.

CHAPTER I 7
RM
Menin& $# Re*e!/%
"esearch is defined as <a scientific - systematic search for pertinent information on a specific topic=.
"esearch is an art of scientific investigation. "esearch is a systemi#ed effort to gain new knowledge. It
is a careful in:uiry especially through search for new facts in any ranch of knowledge. +he search for
knowledge through ojective and systematic method of finding solution to a prolem is a research.
Re*e!/% Met%$d$"$&,
"esearch is a systematic method of finding solutions to prolems. It is essentially an investigation, a
recording and an analysis of evidence for the purpose of gaining knowledge. )ccording to /lifford
woody, <research comprises of defining and redefining prolem, formulating hypothesis or suggested
solutions, collecting, organi#ing and evaluating data, reaching conclusions, testing conclusions to
determine whether they fit the formulated hypothesis=
Re*e!/% 'e*i&n
) research is the arrangement of the conditions for the collections and analysis of the data in a manner
that aims to comine relevance to the research purpose with economy in procedure. In fact, the research
is design is the conceptual structure within which research is conductedD it constitutes the lue print of
the collection, measurement and analysis of the data. )s search the design includes an outline of what
the researcher will do from writing the hypothesis and its operational implication to the final analysis of
data. +he design is such studies must e rigid and not flexile and most focus attention on the following
1
+he present study is exploratory in nature, as it seeks to discover ideas and insight to ring out new
relationship. "esearch design is flexile enough to provide opportunity for considering different aspects
of prolem under study. It helps in ringing into focus some inherent weakness in enterprise regarding
which in depth study can e conducted y management.
A!e O# Stud,
+he study was conducted in 5orakhpur to find the jo satisfaction level of employees.
Smp"e SiAe
+here were total 0CC respondents surveyed in different anks.
S$u!/e* O# 't
!ata was collected from oth primary and secondary source.
P!im!, dt@
TYPES OF
RESEARCH
'ESIGN
TYPES OF
RESEARCH
'ESCRIPTIVE
=
'IAGNOSTIC
E?PERIMENT
AL
RESEARCH
ESI!N
+he primary data was conducted through structured :uestionnaire and some personal interview.
Se/$nd!, dt@
%econdary data was collected from ooks, maga#ines, internet, newspapers.
S/$pe O# Stud,
+he scope of the study is very vital. 3ot only the &uman "esource department can use the facts and
figures of the study ut also the personnel, finance and sales department can take enefits from the
findings of the study.
S/$pe #$! t%e *"e* dep!tment
+he sales department can have fairly good idea aout their employees, that they are satisfied or not.
S/$pe #$! pe!*$nne" dep!tment
%ome customers have the complaints or facing prolems regarding the jo. %o the personnel
department can use the information to make efforts to avoid such complaints.
Stti*ti/" t$$"* u*ed #$! inte!p!etti$n nd n",*i*
Pe!/ent&e An",*i*@ It refers to special kind of ratioD percentages are used in making comparison
etween two or more series of data, and used to descrie the relation. %ince to percentage reduced
everything to a common ased and therey allows meaningful comparison to e made.
ObDe/ti-e* $# t%e *tud,@
+his project work characteri#es to evaluate jo satisfaction level of employees working in various
anks. +he ojectives of the study are as follows1
A+ +o analy#e ank>s working environment.
B+ +o study and analy#e the satisfaction level of employees in national level 6anks.
C+ +o study various factors which influences jo satisfaction of employees.
'+ +o study the relationship etween personal factors of employees (income, designation,
education :ualification etc.)
E. +o identify and suggest measures for the improvement of the satisfaction level.
Limitti$n O# Stud,
H !ata collected was ased on :uestionnaire and interview method only.
H+otal numer of employees in ank is more ut sample si#e is limited to 7A only.
H+he research was conducted in limited duration only.
H %urvey can vary from city to city.
H%ome respondents hesitated to give actual situation , they feared that management would
take action against them.
H+he findings and conclusions can result in ias.
CHAPTER <
1. A!e ,$u *ti*#ied Bit% t%e B$!:in& en-i!$nment $# t%e bn: J
)ORKING
ENVIRONMENT
Sti*#, 'i**ti*#,
PERCENTAGE
EAS JAS
%atisfaction regarding working environment
S$u!/e1 Nuestionnaire to the 'mployees.
An",*i*1
+he aove analysis states that EAS of employees are highly satisfied with the working environment
2f ank.Most of the employees of private anks are satisfied with the working enviornmnet around
them still some employees unsatisfied with the working environment so the anks should concentrate to
improve its facalitties.
7+ 'i##e!ent "e-e"* $# D$b* in bn:* J
'IFFERENT
LEVELS OF
JOB
ACCOUNT CASHIER CLERK BUSSINES
'EVLOPMENT
OFFICER
MANAGER
PERCENTAGE
7PS 7CS QS PCS QS
*+,
,*'H-(.
,/(.0
,,(
M*1*2(.
S$u!/e1 Nuestionnaire to the 'mployees.
An",*i*1 +he aove +ale shows the following.
+he analysis revealed that PCS of /$'"M% are working in ank.
)ccountant are 7PS, cashier are 7CS , and customer care executive and manager are QS.
". A!e ,$u *ti*#ied Bit% -i"bi"itie* $# b*i/ menitie*
In ,$u! bn: J
SATISFACTION YES NO
PERCENTAGE BAS 7AS
S$u!/e1 Nuestionnaire to the 'mployees.
An",*i*1 +he aove +ale shows the following.
Most of the employees are satisfied with avaliilties of asic amenities in their ank ut still
some parties of asic amenties is very impotant ank should take proper care to improve
there facilities,
3+ A!e ,$u *ti*#ied Bit% t%e ntu!e $# D$bJ
NATURE OF JOB HIGHLY SATISFIE' SATISFIE' NOT SATISFIE'
PERCENTAGE 7QS PCS J7S
H-2H/3 '*T-'F-(4
'*T-'F-(4
1)T '*T-'F-(4
S$u!/e1 Nuestionnaire to the 'mployees.
An",*i*1
)round 7IJ of employees are satisfied with the nature of jo they are performing ut still 0IJ of the
employees are unsatisfied with the nature of jo they are performing.6ank should take proper measures to create
intrest of the employees so they are motivated to perform etter.
>+ A!e ,$u *ti*#ied Bit% t%e &p time du!in& ,$u! B$!:in& %$u! J
SATISFACTIN YES NO
PERCENTAGE 7CS QC9S
3('
1)
S$u!/e1 Nuestionnaire to the 'mployees.
An",*i*1 Most of the employees are unsatisfied with gaps they get during working hours.6ank
should give proper gap period to employees.
F+ '$ ,$u t%in: ,$u de*e!-e t$ &et %i&%e! p$*iti$n in ,$u! bn:J
Hi&%e! p$*iti$n
Ye* CnKt *,
PERCENTAGE B7S 7QS
S$u!/e1 Nuestionnaire to the 'mployees.
An",*i*1 )round T of the employees think that they deserve to get a higher position in ank while U
of the employees where enale to say whether they deserve or not.It means they are not ale to
evaluvate themselves.
5+ A!e ,$u *ti*#ied Bit% t%e pe!#$!mn/e pp!i*" te/%niEueJ
PERFORMANCE
APPRAISAL
AGREE 'ISAGREE CANKT SAY
PERCENTAGE
PQS 7CS J7S
S$u!/e1 Nuestionnaire to the 'mployees.
An",*i* )round ACS of the employees are satisfied with the performance appraisal
techni:ue while other 7CS were unsatisfied with performance appraisal techni:ue, J7S
of the employees were unale to speak anything aout the performance appraisal
techni:ue
4+ A!e ,$u *ti*#ied Bit% t%e p!$-i*i$n $# d-n/e *"!, *,*tem $#
,$u! bn: J
SATISFACTION
YES NO
PERCENTAGE
BAS 7AS
S$u!/e1 Nuestionnaire to the 'mployees.
An",*i*1 Most of the employees are satisfied with the provision of advance salary syetem in their
ank.
2+ A!e t!inin& nd de-e"$pment* p!$&!m* /$ndu/ted #!$m time t$ timeJ
CON'UCTION OF
TRAINING AN' 'EVELOP
MENT PROGRAME
YES NO
PERCENTAGE
BCS JCS
Co#$%&1
3('
1)
S$u!/e1 Nuestionnaire to the 'mployees.
An",*i*1
Most of the employees agreed that training and development programs are conducted from time to time
whie JCS employees disagreed that training and development programs are not conducted so ank
should organi#e such programs to motivate the employees which in result increase their efficiency
91+ )%t B* t%e emp"$,ee* !e"ti$n*%ip Bit% mn&ementJ
RELATIONSHIP
)ITH
MANAGEMENT
E?CELENT GOO' AVERAGE CANKT SAY
PERCENTAGE
71L 74L 31L 97L
S$u!/e1 Nuestionnaire to the 'mployees.
An",*i*1 +he aove +ale shows the following.
7CS have excellent relationship with management and they are very much satisfied from jo.
PCS of them have good relationship.
7QS have average relationship with management.
07S were silent aout their relationship with management.
11. %$B i* ,$u! !e"ti$n*%ip Bit% ,$u! /$8 emp"$,ee*J
RELATIONSHIP
OF EMPLOYEE
)ITH CO
EMPLOYEES
E?CELENT GOO' AVERAGE
PERCENTAGE
J7S PQS 7CS
S$u!/e1 Nuestionnaire to the 'mployees.
An",*i*1 Most of the employees have good relationship their co9employees. 3one of the employees
have ad relationship with their co9employess. Its means that there is healthy competition among the
employees of the ank.
97+ '$ ,$u #ind ,$u! D$b b$!in& nd !epetiti-eJ
BORING AN'
REPETiTIVE JOB
YES NO
PERCENTAGE
JPS EES
S$u!/e1 Nuestionnaire to the 'mployees.
An",*i*1 Most of the employees do not find their jo oring and repatative ut still 0IJ of the
employees think that their jo is oring and repetitive. +o encourage there employees ank should do
something so that they are satisfied with their jo and dose not find oring and repetative
9<+ A!e ,$u t%in:in& b$ut n$t%e! D$bJ
THINKING ABOUT
ANOTHER JOB
YES NO
PERCENTAGE
Q7S 07S
IF YES THEN )HY;;;+
S$u!/e1 Nuestionnaire to the 'mployees.
An",*i*1 $arge portion of employees are thinking aout another jo as they think that working in
private ank there is no jo security and a lot of pressure to meet the targets,
93+ A!e ,$u *ti*#ied Bit% t%e #eedb/: *,*tem $# ,$u! bn: J
SATISFACTION
YES NO
PERCENTAGE BAS 7AS
S$u!/e1 Nuestionnaire to the 'mployees.
An",*i*1 Most of the employees satisfied with the feedack system of the ank they think that
feedack system is good and speedy which help them work efficiently
9>+ A!e ,$u pid Bit% t%e pe!#$!mn/e "in:ed *"!,J
SALARY ) +R+T
PERFORMANCE
YES NO
PERCENTAGE PCS ECS
S$u!/e1 Nuestionnaire to the 'mployees.
An",*i*1 )round ECS of the employees disagreed that they are paid performance linked salary ank
should linked performance with the salary so that the employees are motivated to perform etter
9F+ '$e* bn: p!$-ide ,$u #"eGib"e B$!:in& %$u!*J
LLE?IBILITY IN
)ORKING HOURS
YES NO
PERCENTAGE EQS J7S
S$u!/e1 Nuestionnaire to the 'mployees.
An",*i*1 )round BC S of the employees agreed that ank provide flexile working hour to them.
95+ '$ ,$u #ee"* &!ee Bit% t%e #/t t%t emp"$,ee* !e !e/$&niAed *
indi-idu"* J
EMPLOYEES
RECOGNI6E' AS
IN'IVI'UALS
AGREE 'ISAGREE CANKT SAY
PERCENTAGE PQS PCS 07S
S$u!/e1 Nuestionnaire to the 'mployees
An",*i*1 )round ACS of the employees agreed with the fact that they are recogni#ed as
individual.PCS of employees disagreed that they are recogni#ed as individual ank should take
necessary action to motivate these employees.
94+ A!e ,$u *ti*#ied Bit% p$*t !eti!ement bene#it p!$-ided b, ,$u! bn: J
POST
RETIREMENT
BENEFIT
SATISFY 'ISSATISFY CANKT SAY
PERCENTAGE 07S B7S 0ES
'*T-'F3
4-'*T-'F3
,*1'T '*3
S$u!/e1 Nuestionnaire to the 'mployees
An",*i*1 Most of the employees are dissatisfied with post retirement enefits provided y the ank.
+o motivate and retentaion them ank should provided such enefits to the employees.
92+A!e ,$u *ti*#ied Bit% ,$u! &!$Bt% p$**ibi"it, in ,$u! bn: J
GRO)TH
POSSIBILITIES
SATISFY 'ISSATISFY CANKT SAY
PERCENTAGE EAS 7AS 0CS
'*T-'F3
4-''*T-'F3
,*1'T '*3
S$u!/e1 Nuestionnaire to the 'mployees
An",*i*1 EAS of the employees are satisfied with the growth possiility in their ank.;hile 7AS are
dissatisfied and 0CS did not hold any think aout this.
710+ H$B d$ ,$u -ieB ,$u! D$bJ
EMPLOYEE
PERCEPTION
TO)AR'S JOB
CHALLENGING RESPONSIBLE MOTIVATION SECURE'
PERCENTAGES ECS 7CS 07S QS
,H*//(12-12
.('&)1'-5/(
M)T-6*T-)1
'(,7.(4
S$u!/e1 Nuestionnaire to the 'mployees.
An",*i*1 ECS of the employees think that there jo in challenging one and they are
happy to meet chalanges every day.7CS of the employees elived that there jo is
responsile one.2nly Q S of the employees elived that as jo security is essential -
entered with the satisfaction ak should take necessary steps to motivate the employees.
CHAPTER I 3

FI$I$(S
+he findings of the study are follows1
H+he 6anks in gorakhpur has a well defined organi#ation structure.
H +here is a harmonious relationship is exist in the organi#ation etween employees
Hand management..
H +he employees are satisfied with the present incentive plan of the company.
A STU'Y ON JOB SATISFACTION
H Most of the workers working in the ank are highly experienced..
+he study reveals that there is a good relationship exists among employees.
H )ll employees agreed that there jo security to their present jo.
H Majority of the employees are satisfied with their salaries.
HFrom the study it is clear that most of employees agrees to the fact that performance
appraisal activities and support from the co9workers in helpful to get motivated.
H+he incentives and other enefits will influence the performance of the employees.
HMost of the employees agree with the method of promotions adopted y the ank.
H &owever some employees doesn>t have very good relationship with the management..
H +here is lack of training and development programs conducted y the ank which has
ecome one of the major causes of jo dissatisfaction.
H %ome employees do complaint aout the work given to them as it lacks flexiility.
H %ome employees in the ank were not recogni#ed as individuals.
6ut on the whole as the employees are govt. servant so they were mostly satisfied with the jos
as their jo provides them security.
S'((ES!IO$S

0. &ighly educated and experience people should e recruited.
7. %alary is the most important factor considered in jo satisfaction. %o employees should e
given good salary.
J. 'mployees performance should e appraised from time to time so that organi#ation can
come to know aout the efficiency of the organi#ation.
P. )ccording to their performance, they should e given incentives.
A. ;ork should e assigned according to the :ualification of the employees.
E. 2rgani#ation should try to adopt certain measures to enhance team spirit and coordination
among the employees.
B. Management of the ank should e friendly with the employees.
Q. +raining and development program should e conducted from time to time so that
employees does not get ored from their jo.
CO$C,'SIO$S-
It was good learning session for me during my tenure with 6anks.. there were well organi#ed
anks. ;hile doing the project, I learnt a lot aout various anking operation. this study was
conducted on jo satisfaction among ank employees. ,o satisfaction is a very ig concept as it
includes various factors associated with jo satisfaction of employees. %atisfaction varies from
employee to employee. 'mployees are given e:ual salaries then also some employees are satisfied
with it and some are not. %o at end I would like to say , that organi#ation should try to take every
possile step to enhance jo satisfaction among employees ecause if employees are satisfied then
customers associated with it will also e satisfied.

CHAPTER8>

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). %atisfy
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/. /lerk
!. /ustomer care executive.
'. Manager.
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). %atisfy
6. !issatisfy
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6. /anVt say
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6. !isagree
/. /ant say.
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). (es
6. 3o.
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6. !isagree
/. /ant say.
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6. 5ood
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!. /anVt say
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). 'xcellent
6. 5ood
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). (es
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indi-idu"* J
). )gree
6. !isagree
/. /ant say
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). %atisfy
6. !issatisfy
/. /anVt say
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). %atisfy
6. !issatisfy
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). /hallenging
6. "esponsile
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!. %ecured.
&I&,IO("%P*+
0. &uman resource management= "osy josy=
7. 2rgani#ational ehavior= %tephen 8 "oins=
J. &uman resource management <$.M 8rasad=
WE&SI!ES
www.google.com
www. en.wikipedia.orgIwikiI,oWsatisfaction